Abstract
This book largely extols the virtues of a Japanese Kaizen-style approach to management, which focuses on aspects of a Total Quality Management approach, and, although not outwardly referring to this, utilizes it as a way of dealing with the current challenges in modern libraries. The author stresses the importance of a logical, orderly approach to library management, which encompasses a project management focus and involves all stakeholders, in addition to using the mission/vision as the foundation stone for all planning and development. The book is United States based, and the author comes from a largely academic library background, although many of the concepts can be applied in a variety of library environments.
Essentially the book is examining an approach which all good management training aspires to: one which has a clear purpose, and enables a responsive, efficient and effective service delivery. It is a practical guide, aimed at both experienced and inexperienced managers, which considers suitable practice, in addition to providing suitable case studies of successful approaches. Although the book says nothing new, it is interesting to consider in the library context, and useful reading is provided on topics such as measurement and improvement of library services, and tools to facilitate this.
Chapter 1 considers the role of the organizational review in times of economic crisis, and the importance of measuring user satisfaction, and gaining staff involvement in such a process. Transparent communication is seen as the key to the successful implementation of such a review at all stages, in addition to clear and transparent project management processes. There is a useful chapter on how to prepare for such a review, which indeed the author views as something that should not simply be a knee-jerk reaction to economic challenges, but more a regular quality-enhancing process of the wider organization. There is also a useful case study which considers the difference between an organization’s mission and vision, and how vital stakeholder involvement is to goal setting and planning in order to obtain sufficient ‘buy-in’. Staff engagement through meaningful two-way communication and wider stakeholder involvement are seen as key factors in successful implementation.
A chapter identifying key analysis techniques focuses primarily on the role that project management has to play. The identification of the actual problems, the ‘why’ of doing any review, are seen as vital. ‘Interest-based problem solving’ is suggested as a useful tool for dealing with sensitive issues, in order to aid the unpicking of possible resistance to review initiatives, and tackle possible concerns and misunderstandings. By displaying goals, operations and interests as a visual chart, the manager can start to examine how employees’ interests align with organizational interests, and start to move forward positively and sensitively.
Service quality improvement is considered as an on-going philosophy of continuous service review and enhancement, and provides the underpinning for these techniques. Such a philosophy very much mirrors a Japanese-style approach to management, and aims to cover all aspects of the service whether they are failing or not. It is viewed by the author as something that should be second nature to an organization, with full management support in order to ensure the necessary conditions exist for such a process to thrive.
There are less useful chapters covering the importance of data collection for assisting in evidence-based analysis, and the need to stay focused on the bigger picture when planning for best practice. However, a later chapter usefully details key leadership skills required for managers who wish to facilitate this approach of continuous service quality improvement. A valid point is made that a manager is only as successful as his/her team. The author concludes by stressing that managers ‘Do’ need to take action, be accessible and constantly refine and improve services and morale. Although this book does not supply the answer to the question in its title, it does provide discussion of how a wider service quality enhancement approach can facilitate a more robust and responsive organization in what is an increasingly challenging environment.